تحلیل چند سطحی عوامل مؤثر بر انگیزۀ خدمت در بخش عمومی

نوع مقاله : مقاله علمی پژوهشی

نویسنده

استادیار مدیریت منابع انسانی، دانشکدۀ مدیریت و حسابداری دانشگاه علامه طباطبائی، تهران، ایران‌

چکیده

دانش سازمانی در حال حرکت به سمت شکل‌گیری پارادایمی است که بتواند شکاف میان سطوح خرد و کلان را در تئوری‌ها و پژوهش‌ها کم یاحذف کند. یکی از موضوعاتی که به ماهیت چندسطحی آن در پژوهش‌های اخیر توجه شده است، موضوع انگیزۀ خدمت در بخش عمومی است. در این پژوهش، انگیزۀ خدمت در بخش عمومی در جایگاه ‌ساختاری چند‌سطحی‌ بررسی شده است. داده‌ها به‎کمک نرم‌افزار تحلیل خطی سلسله‌مراتبی (HLM) که یکی از روش‌های تجزیه‎وتحلیل چند‌سطحی است، تحلیل شده‎اند. با بهره‎مندی از روش نمونه‌گیری طبقه‌ای، پرسشنامۀ استاندارد در اختیار کارکنان 38 سازمان زیرمجموعۀ شهرداری تهران قرار گرفت و 824 پرسشنامه ‌تجزیه‎وتحلیل شد. خروجی نرم‎افزار نشان‎دهندۀ روابط چند‌سطحی متغیرهای پژوهش بود. انسجام گروه کاری به‎عنوان متغیر سطح گروهی، سبب تعدیل رابطه میان رهبری تحولی و انگیزۀ افراد برای خدمت در بخش عمومی می‌شود. بر اساس نتایج، اگر‌چه رهبری ‌عامل تعیین‌کنندۀ انگیزۀ خدمت در بخش عمومی است، مؤلفه‌های گروه‌های کاری تأثیر بیشتری در این زمینه دارند؛ به‌طوری‌که انگیزۀ خدمت در بخش عمومی (متغیر سطح فردی) توسط کیفیت ارتباط اعضای گروه تحت‌تأثیر قرار می‌گیرد. ‌از یافته‌های مهم این تجزیه‎وتحلیل چندسطحی، اثر تعدیل‌کنندۀ جو سازمانی (متغیر سطح سازمانی) بر رابطۀ بین عوامل فردی و گروهی است.

کلیدواژه‌ها

موضوعات


عنوان مقاله [English]

Multilevel Analysis of Factors that Effect on Public Service Motivation

نویسنده [English]

  • Hamed Dehghanan
Assistant Pro.
چکیده [English]

organizational science is moving toward the development of a paradigm that can bridge the micro-macro gap in theory and research. In this research, Public service motivation as a multi level construct is studied,using multi level approaches and by the means of hierarchical linear modeling (HLM) which is one of the multi level analysis techniques. Random Sampling method was employed in a standard questionnaire to gather information from administration staff of38 organization in Tehran Municipality and824 questionnaires were analyzed.Total output of statistical analysis indicates surface and multi level relations of variables of research in three levels of individuals,working groups and organization. The achieved results show that although leadership is a determining factor to empower public service motivation, but working groups have more effective role in this regard, in such a manner that public service motivation are being impressed by the quality of relation between members of group. The important point that is presumed from this tri-level analysis is mentionable modifying effect of organizational cliement on the relations between individual and group factors.

کلیدواژه‌ها [English]

  • Public Service Motivation
  • Organization Climate
  • Multilevel approach
  • Transformational Leadership
  • relation between members of group
Alonso, P. & Lewis, G.B. (2001). Public Service Motivation and Job Performance: Evidence from the Federal Sector. American Review of Public Administration 31 (4): 363-381.
Armistead, C. & Kiely, J. (2003). Creating strategies for managing evolving customer service. Managing Service Quality, 13 (2):164-70.
Bellé, N. (2014). Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation. Journal of Public Administration Research and Theory, 24 (1): 109-136.
Brewer, G.A. (2012). Public Service Motivation:Theory, Evidence, and Prospects for Research. Paper presented at the Annual Meeting of the American Political Science Association. Boston, MA.
Brewer, G.A., Selden, S.C. & Facer, R. L. (2000). Individual Conceptions of Public Service Motivation. Public Administration Review, 60(3): 254-264.
Bruno, S. (2013). Organizational Control Systems and Pay-for-Performance in the Public Service. Organization Studies, 34 (7): 125- 147.
Caillier, G.J. (2014). Transformational Leadership and Whistle-Blowing Attitudes: Is This Relationship Mediated by Organizational Commitment and Public Service Motivation. American Review of Public Administration, 44 (2).  DOI: 10.1177/0275074013515299.
Capman, J.A. (2012). A framework for transformational change in organization. leadership and organizational development journal, 23(1): 338-342.
Church, A. (1997). Managerial self-awareness in high-performing individuals in organizations. Journal of Applied Psychology, 82 (2): 281-292.
Crosby, L.A. (2002), Exploding some myths about customer relationship management, Managing Service Quality, 12 (5):261-277.
Frey, B.S. (2013). Organizational Control Systems and Pay-for-Performance in the Public Service. Organization Studies, 34 (7): 949-972.
Jabnoun, N. & Rasasi, A.J.A. (2005), Transformational leadership and service quality in UAE hospitals. Managing Service Quality, 15 (1): 70-81.
Jonserd, G.S. & Rooser, C. (2002). Determinants of customer-perceived service quality: a confirmatory factor analysis approach. Journal of Services Marketing, 16 (1): 9-34.
Jurdge, T.A, Bono, J.E., Ilies, R. & Gerhardt, M.W. (2002). Personality and leadership: a qualitative and quantitative review. Journal of Applied Psychology, 87 (4): 65-80.
Hair Jr. J.F., Black, W.C., Babin, B.J. & Anderson, R.E. (2012). Multivariate Data Analysis, 6th ed. Pearson Education International, Harlow.
Hassani Kakhaki, A. & Zahedi, SH. (2012). A Model for Explaining the Role of Participation of Employees in Public Sector Human Productivity Enhancement. Journal of Public Administration, 4(1): 69-90. (in Persian)
Higgt, M.J. (2003). Making sense of leadership in the 21st century. Leadership & Organization Development Journal, 24 (5):273-84.
Hondeghem, A. (2005). Public Management Institute Values and motivation in public administration. Public Service Motivation in an international comparative perspective Joint EGPA-ASPA Conference. Ethics and integrity of governance-The first transatlantic dialogue Leuven (Belgium), 2-5 June. 47-52.
Hosseini, F., Rayej, H.,  Estiri, M. & Sharifi, S.M. (2010). A survey on Relationship between Organizational Culture & TFL and LMX Leadership Styles, Journal of Public Administration, 2 (4): 55-72.(in Persian)
Houston, D.J. (2014). Public-Service Motivation: A Multivariate Test. Journal Public Adm Res Theory, 24 (1): 109-136.
Kaiser, L.C. (2014). Job Satisfaction and Public Service Motivation, Applied Sciences for Public Administration, IZA Discussion Paper. 7935. Available in: http://ftp.iza.org/dp7935.pdf.
Kennedy, K.N., Deeter-Schmelz, D.R. & Wech, B.A. (2009). Multi level analysis of customer contact teams. Journal of Services Marketing, 23(6): 436-448.
Leavy, B. (2002). Creativity – the new imperative, Journal of General Management, 28 (1):70-85.
Leete, L. (2000). Wage Equity and Employee Motivation in Nonprofit and For-Profit Organizations. Journal of Economic Behavior and Organization, 43(4): 423-446.
Liu, B., Yang, K. & Yu, W. (2014). Work-Related Stressors and Health-Related Outcomes in Public Service, Examining the Role of Public Service Motivation. American Review of Public Administration, 44 (2). doi: 10.1177/0275074014524298.
Mann, G.A. (2006). A Motive To Serve: Public Service motivation in Human Resource management. Public Personnel Management, 35 (1): 201-210.
Marks, M. & Printy, M. (2013). Principal Leadership and School Performance: An Integration of Transformational and Instructional Leadership. Educational Administration Quarterly, 39(3): 107-114.
Milne, P. (2007). Motivation incentives and organisational culture. Journal of Knowledge Management, 11(6): 4-50.
Moynihan, D.P. & Pandey, S.K. (2007). The Role of Organizations in Fostering Public Service Motivation. Public Administration Review, 67(1): 40-53.
Naff, K.C. & Crum, J. (2013). Working For America: Does public service motivation make difference? Review of Publice Administration, 19(4): 5-16.
Perry, J. L. & Wise, L.R. (1990). The Motivational Bases of Public Service. Public Administration Review, 50(3): 367-373.
Prabhu, V.B., Robson, A. & Mitchell, E. (2002), Business excellence in the public sector – a comparison of two sub-groups with the "private" service sector. TQM Magazine, 14 (1): 34-43.
Rainey, H.G. (1997). Understanding and Managing Public Organizations. Francisco, CA: Jossey-Bass Publishers.
Rice, G. (2006). Individual values, organizational context and selfperceptions of employee. Journal of Business Research, 59(9): 87-112.
Sabokroo, M., Kalhorian, R., Kamjoo, Z. & Taleghani, GH. R. (2011). Work-family Conflict: The Role of Organizational Supportive Perception in Turnover Intention (Case study of nurses of Tehran’s hospitals. Journal of Public Administration, 3(6): 111-126. (in Persian)
Sangmook, K. (2006). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27 (8): 16-47.
Schott, C., Van Kleef, D. D. & Steen, T. (2013). What does it mean and imply to be Public Service Motivated? The American Review of Public Administration, 45(5): 1-19.
Scott, P. G. & Pandey, S.K. (2005). Red Tape and Public Service Motivation. Review of Public Personnel Administration, 25 (2): 155 –178.
Tatham, R.L., Hair, F.H. Jr, Black, W.C., Babin, B.J. & Anderson, R.E. (2012). Multivariate Data Analysis. 6th ed. Pearson Education International.
Yu, W., Liu, B. & Yang, K. (2014). Work-Related Stressors and Health-Related Outcomes in Public Service, Examining the Role of Public Service Motivation. American Review of Public Administration, 44 (2): 938-954.
Wright, B. E. & Pandey, S.K. (2014).  Public Service Motivation and the Assumption of Person–Organization Fit: Testing the Mediating Effect of Value Congruence, Administration & amp Society, 40(5): 502-521.
Zareie Matin, H., Alvani, M., Jandaghi, Gh. & Ahmadi, F.(2010). A Comprehensive Model for identify factors impact on develop of organizational citizenship behavior (Case study: People in staff of Iranian national oil Firm). Journal of Public Administration, 2(5): 39- 56.(in Persian)
Zeinabadi, H. (2011). Transformational leadership and organizational citizenship behavior in school: Retesting and changing a tested model in industry. Journal of Public Administration, 3(7): 63-80. (in Persian)